33.
Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progress

34.
Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progressSustainable development, able to maintain a constant pace

35.
Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progressSustainable development, able to maintain a constant paceClose, daily co-operation between business people and developers

36.
Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progressSustainable development, able to maintain a constant paceClose, daily co-operation between business people and developersFace-to-face conversation is the best form of communication (co-location)

37.
Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progressSustainable development, able to maintain a constant paceClose, daily co-operation between business people and developersFace-to-face conversation is the best form of communication (co-location)Projects are built around motivated individuals, who should be trusted

38.
Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progressSustainable development, able to maintain a constant paceClose, daily co-operation between business people and developersFace-to-face conversation is the best form of communication (co-location)Projects are built around motivated individuals, who should be trustedContinuous attention to technical excellence and good design

39.
Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progressSustainable development, able to maintain a constant paceClose, daily co-operation between business people and developersFace-to-face conversation is the best form of communication (co-location)Projects are built around motivated individuals, who should be trustedContinuous attention to technical excellence and good designSimplicity

40.
Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progressSustainable development, able to maintain a constant paceClose, daily co-operation between business people and developersFace-to-face conversation is the best form of communication (co-location)Projects are built around motivated individuals, who should be trustedContinuous attention to technical excellence and good designSimplicitySelf-organizing teams

41.
Agile manifesto - 12 principlesCustomer satisfaction by rapid delivery of useful softwareWelcome changing requirements, even late in developmentWorking software is delivered frequently (weeks rather than months)Working software is the principal measure of progressSustainable development, able to maintain a constant paceClose, daily co-operation between business people and developersFace-to-face conversation is the best form of communication (co-location)Projects are built around motivated individuals, who should be trustedContinuous attention to technical excellence and good designSimplicitySelf-organizing teamsRegular adaptation to changing circumstances

47.
What is scrum?According to wikipedia:“Scrum (formerly scrummage), in the sports of rugby union and rugby league,is a way of restarting the game, either after an accidental infringement or whenthe ball has gone out of play.”Scrum in our case is aniterative and incrementalproject delivery frameworkLets get a feel...

49.
Iterative and incremental Incremental assumes we know what we want

50.
Iterative and incremental Incremental assumes we know what we want

51.
Iterative and incremental Incremental assumes we know what we want Iterative goes from rough to polished, allowing us to reﬁne ideas over time

52.
Iterative and incremental Incremental assumes we know what we want Iterative goes from rough to polished, allowing us to reﬁne ideas over time

53.
Origins of scrum “The ... ‘relay race’ approach to product development... may conﬂict with the goals of maximum speed and ﬂexibility. Instead a holistic or ‘rugby’ approach -- where a team tries to go the distance as a unit, passing the ball back and forth - may better serve today’s competitive requirements.” Hirotaka Takeuchi and Ikujiro Nonaka, “The New New Product Development Game”, Harvard Business Review, January 1986

55.
Essence of ScrumThe team is given clear goalsThe team organizes itself around the workThe team regularly delivers the most valuable featuresThe team receives feedback from people outside itThe team reﬂects on its way of working in order to improveThe entire organization has visibility into the team’s progressThe team and management honestly communicate about progress and risks

62.
Whats in it for me?Select your own task and goalAutonomy and ﬂexibilityLess rework, lesser frustrationMore development, less bug-ﬁxingSuccessful product, successful company, successful individualsGet to be the talk of the town

63.
Whats in it for me?Select your own task and goalAutonomy and ﬂexibilityLess rework, lesser frustrationMore development, less bug-ﬁxingSuccessful product, successful company, successful individualsGet to be the talk of the townImpressive resume

64.
Whats in it for me?Select your own task and goalAutonomy and ﬂexibilityLess rework, lesser frustrationMore development, less bug-ﬁxingSuccessful product, successful company, successful individualsGet to be the talk of the townImpressive resumeIts more fun!!

65.
Whats in it for me?Select your own task and goalAutonomy and ﬂexibilityLess rework, lesser frustrationMore development, less bug-ﬁxingSuccessful product, successful company, successful individualsGet to be the talk of the townImpressive resumeIts more fun!!

88.
Product owner‘Ensures that team is building the right product’Right features delivered at the right time at the right price

89.
Product owner‘Ensures that team is building the right product’Right features delivered at the right time at the right priceOwns product vision

90.
Product owner‘Ensures that team is building the right product’Right features delivered at the right time at the right priceOwns product visionDeﬁnes features, decides on release and content

91.
Product owner‘Ensures that team is building the right product’Right features delivered at the right time at the right priceOwns product visionDeﬁnes features, decides on release and contentResponsible for market success

92.
Product owner‘Ensures that team is building the right product’Right features delivered at the right time at the right priceOwns product visionDeﬁnes features, decides on release and contentResponsible for market successPrioritizes features according to market value

93.
Product owner‘Ensures that team is building the right product’Right features delivered at the right time at the right priceOwns product visionDeﬁnes features, decides on release and contentResponsible for market successPrioritizes features according to market valueCan change features and priorities every Sprint

95.
Scrum master‘Builds a high performance team and makes it highlyproductive’

96.
Scrum master‘Builds a high performance team and makes it highlyproductive’Acts like a sheep-dog/servant-leader

97.
Scrum master‘Builds a high performance team and makes it highlyproductive’Acts like a sheep-dog/servant-leaderResponsible for facilitating process

98.
Scrum master‘Builds a high performance team and makes it highlyproductive’Acts like a sheep-dog/servant-leaderResponsible for facilitating processFocuses team, protects them from external interruption

99.
Scrum master‘Builds a high performance team and makes it highlyproductive’Acts like a sheep-dog/servant-leaderResponsible for facilitating processFocuses team, protects them from external interruptionLooks for ways to enhance productivity

100.
Scrum master‘Builds a high performance team and makes it highlyproductive’Acts like a sheep-dog/servant-leaderResponsible for facilitating processFocuses team, protects them from external interruptionLooks for ways to enhance productivityAssists product owner in leveraging scrum

121.
Discovery sessionBrief orientation to Agile process and the teamAgile process trainingSprint/Release cycles - 2 weeks ?Overall business objective“to help people discover, connect and trade easily”Agree to the deﬁnition of “Done”

124.
Deﬁnition of ‘Done’What does ‘done’ mean to a programmer?What does ‘done’ mean to a tester?

125.
Deﬁnition of ‘Done’What does ‘done’ mean to a programmer?What does ‘done’ mean to a tester?What does ‘done’ mean to a user using the site?

126.
Deﬁnition of ‘Done’What does ‘done’ mean to a programmer?What does ‘done’ mean to a tester?What does ‘done’ mean to a user using the site?What are the consequences of these deﬁnitionsbeing different?

127.
Deﬁnition of ‘Done’What does ‘done’ mean to a programmer?What does ‘done’ mean to a tester?What does ‘done’ mean to a user using the site?What are the consequences of these deﬁnitionsbeing different?How do we ensure a common deﬁnition?

146.
Agile estimation basicsEstimate relative level of effort for each feature Measure complexity of work, not time to complete

147.
Agile estimation basicsEstimate relative level of effort for each feature Measure complexity of work, not time to complete Use relative units (e.g. A is half as hard as B)

148.
Agile estimation basicsEstimate relative level of effort for each feature Measure complexity of work, not time to complete Use relative units (e.g. A is half as hard as B)Use more than one person - planning poker

149.
Agile estimation basicsEstimate relative level of effort for each feature Measure complexity of work, not time to complete Use relative units (e.g. A is half as hard as B)Use more than one person - planning pokerMeasure velocity to set team capacity

150.
Agile estimation basicsEstimate relative level of effort for each feature Measure complexity of work, not time to complete Use relative units (e.g. A is half as hard as B)Use more than one person - planning pokerMeasure velocity to set team capacity Work actually completed over time gives accurate data to determine team capacity

151.
Agile estimation basicsEstimate relative level of effort for each feature Measure complexity of work, not time to complete Use relative units (e.g. A is half as hard as B)Use more than one person - planning pokerMeasure velocity to set team capacity Work actually completed over time gives accurate data to determine team capacity Takes into account external interruptions, technical surprises, developer skill level, domain knowledge etc.

174.
Sprint planning essentialsProduct owners discuss the top priority storiesThe team comes prepared with initial estimates which arethen discussed with POAcceptance criteria is jointly discussed and clariﬁedLength of sprint planning is proportional to length of sprint

175.
Sprint planning essentialsProduct owners discuss the top priority storiesThe team comes prepared with initial estimates which arethen discussed with POAcceptance criteria is jointly discussed and clariﬁedLength of sprint planning is proportional to length of sprintVolunteering for tasks instead of task assignment

176.
Sprint planning essentialsProduct owners discuss the top priority storiesThe team comes prepared with initial estimates which arethen discussed with POAcceptance criteria is jointly discussed and clariﬁedLength of sprint planning is proportional to length of sprintVolunteering for tasks instead of task assignment4 hours for 2 week sprint

186.
Daily Stand-upsShare commitmentCommunicate daily status, progress, and plans to the team and any observersIdentify obstacles so that the team can take steps to remove themSet direction and focusBuild a team

187.
Daily Stand-ups - What to do?What did I get done yesterday?What will I do today?What is on my way?

188.
Impediment BacklogList of things that are preventing the team from progressing orimprovingThe ScrumMaster must bulldoze out of the wayFrom getting the coffee machine ﬁxed to replacing the CEO!A good ScrumMaster will remove impediments within 24 hours

189.
Effective daily stand-upsQuickness and high energyLong, low-energy meetings tend to distract and mute the day.SupportiveSelf-managed

190.
Who attends?Pigs - Committed - contribute to the completion of the current iterationChickens - Involved - interested in status but do not contributePeople who are committed are allowed to speak

194.
What it is not?Not a social gatheringNot for problem solvingNot a reporting exercise

195.
What it is not?Not a social gatheringNot for problem solvingNot a reporting exercise

196.
What it is not?Not a social gatheringNot for problem solvingNot a reporting exerciseTo synchronize your efforts towards the goal

197.
What it is not?Not a social gatheringNot for problem solvingNot a reporting exerciseTo synchronize your efforts towards the goalCommitment to the goal, not just the tasks

198.
Rules - Most important Same place same time - XX A.M. 15 minutes max Attendance mandatory / Attend by proxy Each week one person responsible Late arrival pays Rs. 50 Impediment log Can be updated outside of stand-ups

203.
Scrum Retrospective - Prime‘Regardless of what we discover,we understand and truly believethat everyone did the best jobthey could, given what they knewat the time, their skills andabilities, the resources available,and the situation at hand.’